安达信咨询方法与工具资料库QMPRINT

1、精品文档，值得拥有1 / 72Methodology: Quality ManagementOverviewWorldwide, companies have recognized and continue to recognize that only those organizations with the finest qualityproducts and services will survive and thrive. Increasingly, these companies are realizing that focusing on customersatisfaction a

2、nd loyalty is key to long- term success. In addition, through other companiessuccesses, they have seenthatthere are two critical by-products of Quality that will allow them to be competitive: lower costs and higher productivity.Companies have been embracing Quality Management (QM) as a means of prov

3、iding quality to their customers andreaping these benefits. Quality Management Services (QMS) evolved as a direct result of our clientsneed forassistance in implQemMeanntidngother Quality-relatedinitiatives.Quality Management Services include:1.Design and implementation of quality management systems

4、.2.Support in specific areas of quality systems.- Leadership & Strategic Quality Planning.- Communication Strategy.- Customer/Market Research.- Process Improvement.- Performance Measurement.- Benchmarking.- Employee Involvement.- Training.3.Assessment of quality programs.- MBNQA Criteria.- Europ

5、ean Quality Award Criteria.- Other criteria.4.ISO 9000 Consulting.- Assessment.- Training.- Implementation.- Pre-registration audit.Market trends in quality include:- Quality as a competitive reality in the 1990s.- By the year 2000, quality will no longer be a competitive differentiator; it will sim

6、ply be the price of market entry. -Competing for the Future , Humel & Prahalad.- Focus on Return on Quality.- Impact on increased revenues.精品文档，值得拥有2 / 72- Impact on cost and productivity.- Impact on shareholder value.- Focus on Service Industries.- Education.- Government.- Health Care.- Use of

7、Organizational Learning.- Systems thinking.- Shared vision.- Team learning.- Personal mastery.- Mental models.- Integration of ISO 9000 and process improvement.- Set of generic standards.- Applies to all types of companies.- Internationally accepted.In order to help clients achieve their quality goa

8、ls, QMS developed a quality framework and approach. These weredeveloped using our experience implementing Quality with several clients. It is a synthesis of the best practices in thequality arena and draws on the work of a wide range of quality writers and practitioners. Our framework and approach a

9、recurrently working in several organizations.The detail of this framework are described in the AAQF Overview and the Basic Quality Training. The framework can besummarized as follows:- The Quality effort will only work if the rightdrivers are in place; leadership is key to successand can drive forwa

10、rd the effort by effective communication and change management.- Quality requires a new mindset; everyone in the organization should be continually striving to understand customers,evaluate and improve processes, and measure performance.- There is a four-phased processto implementing Quality during

11、which certain critical activities should take place. Thesephases, however, are not necessarily discrete; they may overlap.- There are a number of enablers which should be used to facilitate the transition to Quality: facts and best practice,education and training and empowerment, applause and apprec

12、iation.HintsIdentify informal networks.- Imagine your company as a high school or small town. Along with its official work system, it has a social system - a loosenetwork of small groups of people. These groups offer their members support and friendship. Loyalty within groupsmay be stronger than loy

13、alty to the company.- Informal groups have their own leaders and rules that can determine, for example, the pace of work or the relationshipwith the boss. If the informal organization and its leaders accept a proposed change, events will proceed moresmoothly; if they are opposed, change may be nearl

14、y impossible. Identify the informal leaders. Get to know them.Spend time listening to them. When you understand their needs and concerns, you will understand how the changes精品文档，值得拥有3 / 72you seek might be fashioned.Build a critical mass.- To get any idea rolling, you need to build enthusiasm. When

15、the idea is supported by a sufficient number of diverse people,it reaches a critical mass. It takes off under its own steam, giving the impression of a growing, formidable movementand a sense of momentum. The size of the critical mass can vary from just a few key people to the whole company. Inthe e

16、arly stages of change, the critical mass builds as key opinion leaders shift from a neutral to supportive position, orat least from resistance to indecision.- When planning a change, identify these key opinion leaders - both in the formal and informal networks. Find out how youcan sway their opinion

17、s: Do they need to see an idea in action? Do they need to see data you have already collected?Do they need to talk to the people involved in the change?Create emotional acceptance.- Since people resist being changed, transformation is a campaign for their hearts as well as their minds. Even when the

18、reis a lot of detailed planning and fancy words, very little actually happens as a result of a rational, logical process.Change happens because people as a group accept it.- Under Management by Results, change is attempted through commands and fear of the boss. Workers are told, All whoenter here, p

19、ut away your brains and follow orders. It might work in the short run. But in the long run, employees willspend most of their creative energies designing ways to get around the orders.- You will need creative, thinking people in a quality organization. Talk to the people who will be involved in or a

20、ffected by achange. Include them in decisions about the change whenever possible. Help them to understand the need to change.Listen and respond to their needs, fears, desires, and concerns about change. Make accommodations as necessary.Treat change like a courtship.- Approach any change as you would

21、 a courtship, slowly and with a sense of surprise.- Woo the people. Listen to them. Be responsive to their concerns. When change represents a new lifestyle for people,they need time to warm up to and experiment with it. Permit them to be inelegant and to make mistakes. Help thecompany stretch itself

22、, but not too much at a time. An idea approached as an experiment may be accepted morereadily than one imposed as a permanent change.Anchor the change.- The individuals or groups on the cutting edge of change will often feel isolated, floundering, or inadequate. Combat suchfeelings by surrounding th

23、em with a network of similar activities, support, and guidance. Make them feel anchored tothe direction and mainstream activities of the company.- With a well-connected network of activity, the people implementing change will become part of a common effort to learnand change. If a group falters, let

24、 it know help is at hand. Meanwhile overall progress can be maintained.Issues- The transformation to Quality Leadership is often dramatic and almost always traumatic. Change is seldom easy. It is精品文档，值得拥有4 / 72unlikely anyone will figure out how to change an organization without requiring its people

25、 to change. Therefore, wemust all be sensitive to the problems that people will have with the transformation.Keep in mind some of the laws of organizational change:Things are the way they are because they got that way.- Somebody, sometime, had to write the obnoxious policy, create the problem-plague

26、d methods, or establish the backwarddepartment that you are studying. And often it is the same person asking you to find solutions. Remember that therewere probably good reasons for doing things that way at the time the awful system was established. Therefore, it helpsto understand the history behin

27、d any problem before you attempt to change it.Unless things change, they are likely to remain the same.- An exception to this law is that things left unattended or unimproved will change - for the worse. However, do not mistakeattention and improvement for tampering. Tampering is worse than inattent

28、ion. Pay attention to systems; improve, butdont tamper with them.Change would be easy if it werent for all the people.- There are other versions of this law: Management would be easy if it werent for all the employees, and, Business wouldbe easy if it werent for all the customers. The message in the irony of these statements is that people are theorganization; and the organization is there for the customers. Therefore, pay attention to the people